BYU I think had a philosophy of nameless, faceless athletes for the greater good of BYU which is fine. We all did our thing and we're grateful for it.

I've come to a real understanding of the enormity of what owner entrepreneurs do in founding great businesses. They are rare and a thing of art in many ways.

As the story about CTE got more real, it became more clear that players are playing that without a full understanding of the risks they face, and the long-term effects.

I have a photographic memory that enables me to visualize what everyone in the huddle is supposed to do on each of the hundreds of plays in our playbook.

I learned hard lessons, and I've taken that lesson and it's helped me become a better business person and a better leader.

In this age, I don't care how tactically or operationally brilliant you are: if you cannot create harmony - even vicious harmony - on the battlefield based on trust across service lines, across coalition and national lines, and across civilian/military lines, you need to go home, because your leadership is obsolete.

Some leaders think time will solve the problem. Their hope is that Assad's regime will ultimately fall from the heavy toll of the horrors it has spawned. From past experience with such regimes, this scenario is unlikely to happen.

In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.